The Contact Center industry is one of the fastest growing sectors across the globe, especially countries like India, China, and the Philippines.
According to Nasscom, 61% of the revenue generated in the Contact Center industry is due to factors like transaction processing, complex financial accounting, and analytics amongst others, with customer’s interaction services capability being a salient feature of the sector.
There was a detailed survey conducted by contact center industry experts to understand the challenges faced by the industry. Out of many problems mentioned, there were few which were common across the industry across the globe. Surprisingly the challenges are related to the factors which are neglected the most – Quality Audit, Feedback & Training.
Below is the list of top challenges faced by contact centers worldwide.
● Higher Attrition in Bottom quartile as they struggle to improve:
Due to lack of talent, contact center services companies have been known to report a high attrition rate. This consequently leads to considerable losses in revenue for businesses that are dependent on the outsourcing service providers now forced to invest money in training new employees throughout the year, ultimately subverting the very purpose of partnering with Contact Center.
● Learning curve of the staff longer than desirable:
This is very closely related to the attrition problem. After office hours, long classroom training sessions which are not personalized leads to a very minimal impact on the employees.
● No Proper Feedback Sessions:
Everyone wants to improve on their skills and do a good job, but the alignment of the feedback sessions with their weakness is the challenge. The improper Quality Audit process is one of the critical reasons why the feedback is not aligned.
● No visibility on time being spent by support staff in Coaching:
Contact center environment is very dynamic. With new clients coming in or change in the operational process or the use of management software in the contact center industry, continuous training is the key. Currently, training is one of the least focused areas in contact centers.
● Negligible control on Samples being picked by QAs for Auditing:
Sampling of the data should be based on the right business objectives and not just a random set. Negligence on the quality control of the samples often leads to inaccurate trends and solutions.
● No Visibility on whether Feedback was given & Quality of Coaching:
Lack of transparency in the process of getting feedback and training is a big issue for any organization, but more so in the contact center industry where the input on agents from customers, right quality audits is the basis of tracking and maintaining service quality. Proper Feedback mechanism & transparency will help in storing and processing the feedback, along with improving the quality of training within the organization.
● No Correlation b/w CQ, CSAT, Sales & AHT:
The customer satisfaction score widely measures a contact center. It becomes imperative that the internal quality audit score should correlate with the CSAT score so that the right steps can be taken up before the ratings go too low. With improper QA process and tools, there is no or little correlation between CQ, CSAT, Sales & AHT and other teams. Lack of reconciliation amongst different departments does not bode well for the organization.
● Wide variation in “Fatal Scores” between QAs, QAs vs. TLs & Trainers:
Manual intervention and improper sampling of data lead to a vast difference of fatal scores. This has a significant implication on the feedback to the agents and the right training paths for the trainers.
● Some QAs are called “Strict,” some others are called “Lenient”:
Improper scoring methodology and not aligning the sampling, scoring to business objectives lead to a lot of manual intervention. Since the contact center sector is inherently dependent on human intervention, a standardized system of monitoring employee performance becomes scant.
● SU of Quality Function is far lower than Operations Groups:
A Quality function of a product is dependent on the feedback provided by the customers; due to high demands in the customer satisfaction levels, the input on the products is low in the current market era.
● Raw data on Agent, Team or Process performance is distributed and fractured:
Excel sheets and note pads are widely used in contact centers to communicate on data sampling, performance between the teams and also with the clients. The fractured data sets do not help either the employees nor the trainers to improve the performance.
● Reporting is manual, effort-intensive & error-prone:
From feeding the data, processing and reporting the same is done manually which requires a lot of effort, leading to the possibility of errors in the data incorporated. Unfortunately, many contact centers have still not embraced automation and technological software, which puts them behind in a hyper-competitive market.
● No Correlation b/w CQ, CSAT, Sales & AHT:
As a CONTACT CENTER Company is a third-party service provider, the services provided by the teams within the company might not be connected with each other, thereby, leading to no or little correlation between CQ, CSAT, Sales & AHT, and other teams. Lack of reconciliation amongst different departments does not bode well for the organization.
There are additional factors like night-shifts, employee health issues and companies opposing the outsourcing of their services – that affect the contact center industry.
Contact centers are with a heavy burden to improve the transaction quality and manage the customer interactions across multiple digital channels. Designing the right solution and adding the right technologies will not only help the contact centers solve most of the problems mentioned above but also lead to acquire more business and create a differentiating factor in the services offered to its customers.